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The Mind and
Heart of the Negotiator
(Second Edition)
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by Leigh L. Thompson
(Upper Saddle River, New Jersey: Prentice Hall)
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(See the 
third edition, a complete
revision of the second edition)
The full "table of contents" follows, or you may
download the 
PDF
version (50KB, 10 pages).
Full Contents
PART I ESSENTIALS OF NEGOTIATION 1
Negotiation as a Core Management Competency 2
Dynamic Nature of Business 3
Interdependence 3
Competition 4
Information Age 4
Diversity 4
Most People Are Ineffective Negotiators 4
The Major Sins of Negotiation 5
Why Are People Ineffective Negotiators? 5
Absence of Relevant and Diagnostic Feedback 5
Satisficing 6
Self-Reinforcement 6
Debunking Negotiation Myths 6
Myth 1: Good Negotiators Are Born 6
Myth 2: Experience Is a Great Teacher 7
Myth 3: Good Negotiators Take Risks 7
Myth 4: Good Negotiators Rely on Intuition 7
Learning Objectives 8
The Mind and Heart 8
CHAPTER 2 Preparation: What to Do Before Negotiation 9
Self-Assessment 10
What Do I Want? 10
What Is My Alternative to Reaching Agreement in This Situation? 11
Identify the Issues in the Negotiation 15
Identify the Alternatives for Each Issue 15
Identify Packages of Offers 15
Assess Your Risk Propensity 16
Dealing with Uncertainty 17
Endowment Effects 18
Am I Going to Live to Regret This? 19
Preference Reversals 19
Choosing versus Rejecting 20
Violations of the Sure Thing Principle 21
Do I Have an Appropriate Level of Confidence? 22
Sizing Up the Other Party 22
Who Are the Other Parties? 22
Are the Parties Monolithic? 23
Issue Mix 23
Others’ Interests and Position 23
Other Negotiators’ BATNAs 23
Situation Assessment 24
Is the Negotiation One-Shot, Long-Term, or Repetitive? 25
Do the Negotiations Involve Scarce Resources, Ideologies, or Both?
25
Is the Negotiation One of Necessity or Opportunity? 25
Is the Negotiation an Exchange or Dispute Situation? 26
Are There Linkage Effects? 27
Is Agreement Required? 27
Is It Legal to Negotiate? 27
Is Ratification Required? 28
Are There Time Constraints or Other Time-Related Costs? 28
Are Contracts Official or Unofficial? 29
Where Do the Negotiations Take Place? 29
Are Negotiations Public or Private? 29
Is Third-Party Intervention a Possibility? 30
Are There Conventions in Terms of the Process of Negotiation (Such
as Who Makes
the First Offer)? 30
Do Negotiations Involve More Than One Offer? 30
Do Negotiators Communicate Explicitly or Tacitly? 31
Is There a Power Differential between Parties? 31
Is Precedent Important? 31
Conclusion 31
CHAPTER 3 Distributive Negotiation: Slicing the Pie 33
The Bargaining Zone and the Negotiation Dance 34
Bargaining Surplus 36
Negotiator’s Surplus 36
Pie-Slicing Strategies 37
Strategy 1: Know Your BATNA 38
Strategy 2: Research the Other Party’s BATNA 38
Strategy 3: Set High Aspirations 39
Strategy 4: Make the First Offer 40
Strategy 5: Counteroffer Immediately 40
Strategy 6: Avoid Stating Ranges 41
Strategy 7: Make Bilateral (Not Unilateral) Concessions 41
Strategy 8: Use an Objective-Appearing Rationale to Support Your
Offers 42
Strategy 9: Appeal to Norms of Fairness 42
Strategy 10: Do Not Fall for the "Even Split" Ploy 42
The Most Commonly Asked Questions 43
Should I Reveal My Reservation Point? 43
Should I Lie about My Reservation Price? 43
How Can I Tell Whether Someone Is Lying to Me? 44
Should I Try to Talk the Other Party out of Her Reservation Point?
44
Should I Attempt to Be Fair? 45
Should I Make a "Final Offer" or Commit to a Position?
45
How Do I Help the Other Party to Save Face? 45
The Power of Fairness 46
Principle 1: There Are Multiple Methods of Fair Division 46
Principle 2: Rules of Fairness Are Highly Context Dependent 46
Principle 3: People Are Concerned about the "Other Guy"
48
Principle 4: People Seek Equity in Their Relationships with Others
49
Principle 5: When People Sense Inequity, They Will Attempt to
Restore Equity 50
Principle 6: People Need to Maintain Their Egos 51
Principle 7: People Care Not Only about the Size of Their Slice,
but the Process Used to Get There 53
Principle 8: Judgments about What Is Fair Are Driven by the Nature
of the
Relationship We Have with the Other Party 54
Principle 9: Egocentrism Taints Judgments of Fairness 54
Principle 10: People Do Not Realize That They Are Self-Serving 57
Principle 11: Avoid Problems Through Wise Pie Slicing 58
Conclusion 60
CHAPTER 4 Win-Win Negotiation: Expanding the Pie 61
What Is Win-Win Negotiation Anyway? 62
Telltale Signs of Win-Win Potential 62
Does the Negotiation Contain More than a Single Issue? 63
Can Other Issues Be Brought In? 63
Can Side Deals Be Made? 63
Do Parties Have Different Preferences across Negotiation Issues?
63
A Pyramid Model 64
Most Common Pie-Expanding Errors 65
False Conflict 65
The Fixed-Pie Perception 66
Strategies That Do Not Really Work 67
Commitment to Reaching a Win-Win Deal 67
Compromise 67
Focusing on a Long-Term Relationship 67
Adopting a "Cooperative Orientation" 67
Taking Extra Time to Negotiate 67
Strategies That Work 68
Build Trust and Share Information 68
Ask Diagnostic Questions 68
Provide Information 69
Unbundle the Issues 69
Make Package Deals, Not Single-Issue Offers 69
Make Multiple Offers Simultaneously 70
Structure Contingency Contracts by Capitalizing on Differences 70
Presettlement Settlements (PreSS) 72
Search for Postsettlement Settlements 73.
An Application of Integrative Strategies 73
Preparation: Identifying and Prioritizing Issues 74
During Negotiation: Search for Trade-Offs and Avoid Compromise 74
Search for Level 2 Pie-Expanding Agreements 76
Expand the Pie by Adding Issues 76
Devise Contingency Contracts around Different Beliefs 77
Postnegotiation Analysis 79
A Strategic Framework for Reaching Integrative Agreements 79
Resource Assessment 80
Assessment of Differences 80
Offers and Trade-Offs 81
Acceptance/Rejection Decision 81
Prolonging Negotiation and Renegotiation 81
Do Not Forget about Claiming 82
Conclusion 82
PART II ADVANCED NEGOTIATION SKILLS 83
CHAPTER 5 Developing a Negotiating Style 84
Tough Versus Soft Negotiators 84
Motivation-Approach-Emotion 85
Motivations 85
Assessing Your Motivational Style 85
Strategic Issues Concerning Motivational Style 89
Approach 91
Assessing Your Approach 92
Strategic Issues Concerning Approaches 94
Emotions 101
Assessing Your Emotional Style 102
Strategic Advice for Dealing with Emotions at the Table 106
Putting It All Together 108
CHAPTER 6 Establishing Trust and Building a Relationship 109
Why Care about Trust? 109
Relationships in Negotiation 110
Negotiation in Personal Relationships 110
Business Relationships 114
Embedded Relationships 116
Assessing the Quality of Relationships 117
Three Types of Trust Relationships 117
Deterrence-Based Trust 118
Knowledge-Based Trust 120
Identification-Based Trust 120
Building Trust: Rational and Deliberate Mechanisms 121
Transform A-Type Conflict into C-Type Conflict 122
Agree on a Common Goal or Shared Vision 123
Create a Place for Conflict and Get It out in the Open 123
Expand the Pie 123
Use Fairness Criteria That Everyone Can Buy Into 124
Capitalize on Network Connections 124
Find a Shared Problem or a Shared Enemy 124
Focus on the Future 125
Use a Fair Procedure 125
Negotiate Roles 125
Building Trust: Implicit Emotional Mechanisms 126
Similarity 126
Mere Exposure 126
Good Mood 127
Physical Presence 127
Reciprocity 128
Do Not Gloat 128
Schmoozing 129
Flattery 129
Mimicking 129
Self-Disclosure 129
Threats to Trust 130
Breaches of Trust 130
Miscommunication 130
Poor Pie Expansion 130
Dispositional Attributions 130
Egocentrism 131
Reputation 131
Focusing Too Much on Rules 132
Focusing on the "Bad Apple" 132
Social Comparison 132
Repairing Broken Trust 132
Step 1: Insist on a Personal Meeting Right Away 133
Step 2: Tell the Other Party That You Value the Relationship 133
Step 3: Apologize for Your Behavior 133
Step 4: Let Them Vent 134
Step 5: Do Not Get Defensive, No Matter How Wrong You Think They
Are 134
Step 6: Ask for Clarifying Information 134
Step 7: Say That You Understand Their Perspective 134
Step 8: Let Them Tell You What They Need 134
Step 9: Paraphrase Your Understanding of What They Need 135
Step 10: Think about Ways to Prevent a Future Problem 135
Step 11: Do an Evaluation of the Situation at a Scheduled Date 135
Step 12: Plan a Future Together 135
Conclusion 136
CHAPTER 7 Power, Persuasion, and Ethics 137
Your BATNA Is Your Most Important Source of Power in Negotiation
138
Tapping into Your Power 138
Information 139
Status 139
Social Networks 141
Physical Appearance 141
The Effects of Power on Those with Less Power 142
The Effects of Power on Those Who Hold Power 142
Persuasion Tactics 142
Two Routes to Persuasion 143
Central Route Persuasion Tactics 143
Peripheral Route Persuasion Tactics 146
Ethics 151
Questionable Negotiation Strategies 152
Under What Conditions Do People Engage in Deception? 154
Strategies for Determining Ethical Behavior 155
Conclusion 156
CHAPTER 8 Creativity and Problem Solving in Negotiations 158
Creativity in Negotiation 158
Test Your Own Creativity 159
Creative Negotiation Agreements 162
Fractionating Problems into Solvable Parts 162
Finding Differences: Issue Alignment and Realignment 162
Expanding the Pie 163
Bridging 163
Cost Cutting 163
Nonspecific Compensation 163
Structuring Contingencies 164
Threats to Effective Problem Solving and Creativity 167
The Inert Knowledge Problem 167
Availability Heuristic 170
Representativeness 170
Anchoring and Adjustment 171
Unwarranted Causation 171
Belief Perseverance 172
Illusory Correlation 172
Just World 173
Hindsight Bias 173
Functional Fixedness 173
Set Effect 174
Selective Attention 174
Overconfidence 174
The Limits of Short-Term Memory 175
Creative Negotiation Strategies 175
Incubation 175
Rational Problem-Solving Model 176
Fluency, Flexibility, and Originality 177
Brainstorming 178
Convergent versus Divergent Thinking 178
Deductive Reasoning 179
Inductive Reasoning 180
Flow 181
What Is Your Mental Model of Negotiation? 182
Haggling 182
Game-playing 182
Relationship 182
Problem Solving 183
Conclusion 183
PART III APPLICATIONS AND SPECIAL SCENARIOS 187
CHAPTER 9 Multiple Parties, Coalitions, and Teams 188
Analyzing Multiparty Negotiations 188
Multiparty Negotiations 189
Key Challenges of Multiparty Negotiations 190
Key Strategies 196
Coalitions 198
Key Challenges of Coalitions 198
Strategies for Maximizing Coalitional Effectiveness 202
Principal-Agent Relationship 203
Key Challenges 203
Strategies for Effectively Working with Agents 205
Constituent Relationships 207
Challenges for Constituent Relationships 207
Strategies for Improving Constituent Relationships 209
Team Negotiation 210
Challenges That Face Negotiating Teams 211
Strategies for Improving Team Negotiations 212
Intergroup Negotiation 213
Challenges of Intergroup Negotiation 213
Strategies for Optimizing Intergroup Negotiations 215
Conclusion 218
CHAPTER 10 Cross-Cultural Negotiation 220
An Approach to Learning about Cultures 221
Defining Culture 221
Culture as an Iceberg 222
Cultural Values and Negotiation Norms 222
Individualism versus Collectivism 223
Egalitarianism versus Hierarchy 229
Direct versus Indirect Communications 232
Key Challenges of Intercultural Negotiation 234
Expanding the Pie 234
Sacred Values and Taboo Trade-Offs 234
Biased Punctuation of Conflict 237
Intergroup Biases 237
Stereotypes 238
Affiliation Bias 238
Faulty Perceptions of Conciliation and Coercion 239
Naïve Realism 239
Predictors of Success in Intercultural Interactions 240
Advice for Cross-Cultural Negotiations 241
Anticipate Differences in Strategy and Tactics that May Cause
Misunderstandings 241
Analyze Cultural Differences to Identify Differences in Values
That Expand
the Pie 241
Recognize That the Other Party May Not Share Your View of What
Constitutes Power 242
Avoid Attribution Errors 242
Avoid Ethnocentrism 242
Find Out How to Show Respect in the Other Culture 242
Know Your Options for Change 243
Conclusion 245
CHAPTER 11 Tacit Negotiations and Social Dilemmas 246
Business as a Social Dilemma 247
Decentralization 247
Strategic Alliances 248
Specialization 248
Competition 248
Common Myths about Interdependent Decision Making 248
Myth 1: "It’s a Game of Wits: I Can Outsmart Them"
249
Myth 2: "It’s a Game of Strength: Show ’em You’re
Tough" 249
Myth 3: "It’s a Game of Chance: Hope for the Best" 249
The Prisoner’s Dilemma 249
Cooperation and Defection as Unilateral Choices 250
Rational Analysis 250
The Tournament of Champions 253
Social Dilemmas 256
The Tragedy of the Commons 258
Types of Social Dilemmas 260
How to Build Cooperation in Social Dilemmas 260
Escalation of Commitment 266
Avoiding the Escalation of Commitment in Negotiations 269
Conclusion 270
CHAPTER 12 Negotiating via Information Technology 271
Place-Time Model of Social Interaction 272
Face-to-Face Communication 273
Same Time, Different Place 275
Different Time, Same Place 276
Different Place, Different Time 277
Information Technology and Negotiation Behavior 280
Status and Power: The "Weak Get Strong" Effect 280
Social Networks 281
Risk Taking 282
Rapport and Social Norms 283
Paranoia 284
New Roles 285
Strategies for Enhancing Technology-Mediated Negotiations 286
Initial Face-to-Face Experience 286
One-Day Videoconference/Teleconference 286
Schmoozing 287
On-Line Commercial Negotiations 287
On-Line Auction Houses 287
Mediation Houses 289
Shopping Houses 289
Conclusion 291
APPENDIX 1 Are You a Rational Person? Check Yourself 293
APPENDIX 2 Nonverbal Communication and Lie Detection 315
APPENDIX 3 Third-Party Intervention 322
REFERENCES 337
SUBJECT INDEX 365
AUTHOR INDEX 373
